The United States does not want the country to revert to being a refuge for al Qaeda and other transnational jihadist groups. At the end of the day, this is the real U.S. national interest in Afghanistan. It is not counterinsurgency or building democracy or anything else.
Russia does not want the Taliban to return to power. The Russians view the Taliban as a disease that can infect and erode their sphere of influence in countries like Uzbekistan and Tajikistan and then move on to pose a threat to Russian control in the predominately Muslim regions of the Caucasus. This is why the Russians were so active in supporting the Northern Alliance against the Taliban regime. There are reports, though, that the Russians have been aiding the Taliban in an effort to keep the United States tied down in Afghanistan, since as long as the United States is distracted there it has less latitude to counter Russian activity elsewhere.
On the other side of that equation, Pakistan helped foster the creation of the Pashtun Taliban organization and then used the organization as a tool to exert its influence in Afghanistan. Facing enemies on its borders with India and Iran, Pakistan must control Afghanistan in order to have strategic depth and ensure that it will not be forced to defend itself along its northwest as well. While the emergence of the Pakistani Taliban and the threat it poses to Pakistan will alter Islamabad’s strategy somewhat — and Pakistan has indeed been recalculating its use of militant proxies — Pakistan will try hard to ensure that the regime in Kabul is pro-Pakistani.
This is exactly why India wants to play a big part in Afghanistan — to deny Pakistan that strategic depth. In the past, India worked with Russia and Iran to support the Northern Alliance and keep the Taliban from total domination of the country. Indications are that the Indians are teaming up with the Russians and Iranians once again.
Iran also has an interest in the future of Afghanistan and has worked to cultivate certain factions of the Taliban by providing them with shelter, weapons and training. The Iranians also have been strongly opposed to the Taliban and have supported anti-Taliban militants, particularly those from the Shiite Hazara people. When the Taliban captured Mazar-e-Sharif in 1998, they killed 11 Iranian diplomats and journalists. Iran does not want the Taliban to become too powerful, but it will use them as a tool to hurt the United States. Iran will also attempt to install a pro-Iranian government in Kabul or, at the very least, try to thwart efforts by the Pakistanis and Americans to exert control over the country.
But now there's evidence that the ship may finally be turning around: according to a new analysis of 2,000 communities by a market research company, in 147 out of 150 of the biggest cities in the U.S., the median full-time salaries of young women are 8% higher than those of the guys in their peer group. In two cities, Atlanta and Memphis, those women are making about 20% more. This squares with earlier research from Queens College, New York, that had suggested that this was happening in major metropolises. But the new study suggests that the gap is bigger than previously thought, with young women in New York City, Los Angeles and San Diego making 17%, 12% and 15% more than their male peers, respectively. And it also holds true even in reasonably small areas like the Raleigh-Durham region and Charlotte in North Carolina (both 14% more), and Jacksonville, Fla. (6%).
(See TIME's special report on the state of the American woman.)
Here's the slightly deflating caveat: this reverse gender gap, as it's known, applies only to unmarried, childless women under 30 who live in cities. The rest of working women — even those of the same age, but who are married or don't live in a major metropolitan area — are still on the less scenic side of the wage divide.
The figures come from James Chung of Reach Advisors, who has spent more than a year analyzing data from the Census Bureau's American Community Survey. He attributes the earnings reversal overwhelmingly to one factor: education. For every two guys who graduate from college or get a higher degree, three women do. This is almost the exact opposite of the graduation ratio that existed when the baby boomers entered college. Studies have consistently shown that a college degree pays off in much higher wages over a lifetime, and even in many cases for entry-level positions. "These women haven't just caught up with the guys," says Chung. "In many cities, they're clocking them."
Chung also claims that, as far as women's pay is concerned, not all cities are created equal. Having pulled data on 2,000 communities and cross-referenced the demographic information with the wage-gap figures, he found that the cities where women earned more than men had at least one of three characteristics. Some, like New York City or Los Angeles, had primary local industries that were knowledge-based. Others were manufacturing towns whose industries had shrunk, especially smaller ones like Erie, Pa., or Terre Haute, Ind. Still others, like Miami or Monroe, La., had a majority minority population. (Hispanic and black women are twice as likely to graduate from college as their male peers.)
How bathroom posture affects your health. - By Daniel Lametti - Slate Magazine Although the week is now over, I'll probably squat again. At the very least, I gained an hour over seven days. It seems doubtful, though, that squatting, even if it helps hemorrhoids, will become the next back-to-nature craze—the new barefoot running shoe or caveman diet. Sit toilets, in the short term at least, are more comfortable than the squat toilets you might find in Europe. In fact, since Jimmy Carter's bout of hemorrhoids sit toilets have actually grown in height, pushing the anorectal angle in the wrong direction. Standard models, 14 inches from floor to rim, now compete with "comfort height" toilets that tower more than 17 inches of the floor. Americans, now fatter than ever, are having trouble standing up from a sit, never mind a squat.
At Natuzzi Brothers Ice Company in Queens, the phones ring nonstop once the temperature hits 90, Mr. Natuzzi said. This summer, he said, his company has been supplying dry ice to ice-cream stores to keep their products frozen, a request he said he rarely got last summer.
The shortage of orders during the cool early months of last summer led to significant losses, Mr. Natuzzi said, but this summer has been a different story. The company, whose warehouse holds 40 tons of ice, sold out its supply during the heat wave that started on the July 4 weekend. It has been running its delivery trucks up to 15 hours a day since then.
“It’s been quite a ride this summer,” Mr. Natuzzi said.
Exhausted as he is, it is not quite over. His company supplies ice to the food-service operations at the United States Open, which runs for two weeks. On the first day, the Open used about 20,000 pounds more than usual, he said. “I’ll look back and say that this is one summer I’ll never forget,” Mr. Natuzzi said.
At Con Edison, the summer of 2010 will be memorable for what did and did not happen. In the past three months, the utility’s customers drew more power off its grid than during any previous three-month period, according to data compiled by the company. But through successive heat waves, the electric distribution system held up, with only occasional localized disruptions.
“For two days we suffered,” said Theo Trilivas, 65, a retired plumber who lost power in his home in Astoria, Queens, in July. “No power. No cooking. No A.C. No lights. Nothing. We had to throw out everything in the freezer.”
Does Your Language Shape How You Think? - NYTimes.com For many years, our mother tongue was claimed to be a “prison house” that constrained our capacity to reason. Once it turned out that there was no evidence for such claims, this was taken as proof that people of all cultures think in fundamentally the same way. But surely it is a mistake to overestimate the importance of abstract reasoning in our lives. After all, how many daily decisions do we make on the basis of deductive logic compared with those guided by gut feeling, intuition, emotions, impulse or practical skills? The habits of mind that our culture has instilled in us from infancy shape our orientation to the world and our emotional responses to the objects we encounter, and their consequences probably go far beyond what has been experimentally demonstrated so far; they may also have a marked impact on our beliefs, values and ideologies. We may not know as yet how to measure these consequences directly or how to assess their contribution to cultural or political misunderstandings. But as a first step toward understanding one another, we can do better than pretending we all think the same.
Does Your Language Shape How You Think? - NYTimes.com But then a remote Australian aboriginal tongue, Guugu Yimithirr, from north Queensland, turned up, and with it came the astounding realization that not all languages conform to what we have always taken as simply “natural.” In fact, Guugu Yimithirr doesn’t make any use of egocentric coordinates at all. The anthropologist John Haviland and later the linguist Stephen Levinson have shown that Guugu Yimithirr does not use words like “left” or “right,” “in front of” or “behind,” to describe the position of objects. Whenever we would use the egocentric system, the Guugu Yimithirr rely on cardinal directions. If they want you to move over on the car seat to make room, they’ll say “move a bit to the east.” To tell you where exactly they left something in your house, they’ll say, “I left it on the southern edge of the western table.” Or they would warn you to “look out for that big ant just north of your foot.” Even when shown a film on television, they gave descriptions of it based on the orientation of the screen. If the television was facing north, and a man on the screen was approaching, they said that he was “coming northward.”
Consider this example. Suppose I say to you in English that “I spent yesterday evening with a neighbor.” You may well wonder whether my companion was male or female, but I have the right to tell you politely that it’s none of your business. But if we were speaking French or German, I wouldn’t have the privilege to equivocate in this way, because I would be obliged by the grammar of language to choose between voisin or voisine; Nachbar or Nachbarin. These languages compel me to inform you about the sex of my companion whether or not I feel it is remotely your concern. This does not mean, of course, that English speakers are unable to understand the differences between evenings spent with male or female neighbors, but it does mean that they do not have to consider the sexes of neighbors, friends, teachers and a host of other persons each time they come up in a conversation, whereas speakers of some languages are obliged to do so.
On the other hand, English does oblige you to specify certain types of information that can be left to the context in other languages. If I want to tell you in English about a dinner with my neighbor, I may not have to mention the neighbor’s sex, but I do have to tell you something about the timing of the event: I have to decide whether we dined, have been dining, are dining, will be dining and so on. Chinese, on the other hand, does not oblige its speakers to specify the exact time of the action in this way, because the same verb form can be used for past, present or future actions. Again, this does not mean that the Chinese are unable to understand the concept of time. But it does mean they are not obliged to think about timing whenever they describe an action.
When your language routinely obliges you to specify certain types of information, it forces you to be attentive to certain details in the world and to certain aspects of experience that speakers of other languages may not be required to think about all the time. And since such habits of speech are cultivated from the earliest age, it is only natural that they can settle into habits of mind that go beyond language itself, affecting your experiences, perceptions, associations, feelings, memories and orientation in the world.
1. De-routinization of Work The core value that people add is not in the processes that can be automated, but in non-routine processes, uniquely human, analytical or interactive contributions that result in words such as discovery, innovation, teaming, leading, selling and learning. Non-routine skills are those we cannot automate. For example, we cannot automate the process of selling a life insurance policy to a skeptical buyer, but we can use automation tools to augment the selling process.
2. Work Swarms Swarming is a work style characterized by a flurry of collective activity by anyone and everyone conceivably available and able to add value. Gartner identifies two phenomena within the collective activity; Teaming (instead of solo performances) will be valued and rewarded more and occur more frequently and a new form of teaming, which Gartner calls swarming, to distinguish it from more historical teaming models, is emerging. Teams have historically consisted of people who have worked together before and who know each other reasonably well, often working in the same organization and for the same manager. Swarms form quickly, attacking a problem or opportunity and then quickly dissipating. Swarming is an agile response to an observed increase in ad hoc action requirements, as ad hoc activities continue to displace structured, bureaucratic situations.
3. Weak Links In swarms, if individuals know each other at all, it may be just barely, via weak links. Weak links are the cues people can pick up from people who know the people they have to work with. They are indirect indicators and rely, in part, on the confidence others have in their knowledge of people. Navigating one's own personal, professional and social networks helps people develop and exploit both strong and weak links and that, in turn, will be crucial to surviving and exploiting swarms for business benefit.
4. Working With the Collective There are informal groups of people, outside the direct control of the organization, who can impact the success or failure of the organization. These informal groups are bound together by a common interest, a fad or a historical accident, as described by Gartner as “the collective.” Smart business executives discern how to live in a business ecosystem they cannot control; one they can only influence. The influence process requires understanding the collectives that potentially influence their organization, as well as the key people in those external groups. Gathering market intelligence via the collective is crucial. Equally important is figuring out how to use the collective to define segments, markets, products and various business strategies.
5. Work Sketch-Ups Most non-routine processes will also be highly informal. It is very important that organizations try to capture the criteria used in making decisions but, at least for now, Gartner does not expect most non-routine processes to follow meaningful standard patterns. Over time, we believe that work patterns for more non-routine work will emerge, justifying a light-handed approach to collecting activity information, but it will take years before a real return on investment for this effort is visible. In the meantime, the process models for most non-routine processes will remain simple "sketch-ups," created on the fly.
6. Spontaneous Work This property is also implied in Gartner’s description of work swarms. Spontaneity implies more than reactive activity, for example, to the emergence of new patterns. It also contains proactive work such as seeking out new opportunities and creating new designs and models.
7. Simulation and Experimentation Active engagement with simulated environments (virtual environments), which are similar to technologies depicted in the film Minority Report, will come to replace drilling into cells in spreadsheets. This suggests the use of n-dimensional virtual representations of all different sorts of data. The contents of the simulated environment will be assembled by agent technologies that determine what materials go together based on watching people work with this content. People will interact with the data and actively manipulate various parameters reshaping the world they’re looking at.
8. Pattern Sensitivity Gartner has published a major line of research on Pattern-Based Strategy. The business world is becoming more volatile, affording people working off of linear models based on past performance far less visibility into the future than ever before. Gartner expects to see a significant growth in the number of organizations that create groups specifically charged with detecting divergent emerging patterns, evaluating those patterns, developing various scenarios for how the disruption might play out and proposing to senior executives new ways of exploiting (or protecting the organization from) the changes to which they are now more sensitive.
9. Hyperconnected Hyperconnectedness is a property of most organizations, existing within networks of networks, unable to completely control any of them. While key supply chain elements, for example, may be "under contract," there is no guarantee it will perform properly, not even if the supply chain is in-house. Hyperconnectedness will lead to a push for more work to occur in both formal and informal relationships across enterprise boundaries, and that has implications for how people work and how IT supports or augments that work.
10. My Place The workplace is becoming more and more virtual, with meetings occurring across time zones and organizations and with participants who barely know each other, working on swarms attacking rapidly emerging problems. But the employee will still have a "place" where they work. Many will have neither a company-provided physical office nor a desk, and their work will increasingly happen 24 hours a day, seven days a week. In this work environment, the lines between personal, professional, social and family matters, along with organization subjects, will disappear. Individuals, of course, need to manage the complexity created by overlapping demands, whether from the new world of work or from external (non-work-related) phenomena. Those that cannot manage the underlying "expectation and interrupt overloads" will suffer performance deficits as these overloads force individuals to operate in an over-stimulated (information-overload) state.
BGR The Burger Joint is unveiling the Snooki Burger Sept. 1, developed in conjunction with BGR (and, ostensibly, "Jersey Shore") fans.
They asked what would be in a Snooki burger, and responses ranges from "stuffed with an Italian sausage" to "marinated in tequila and desperation." The end result? A burger topped with grilled jalepenos, cream cheese, and a fried pickle. And they'll add another fried pickle (Snooki's favorite) for every time she's arrested in September.
read these books!
[spreadsheet of books I've read since before 2006]
